LeanArch 11-1029 TSA Final

10/30/2011
TSA 2011
Texas Society of Architects AIA 72nd Annual Convention | Dallas, Texas
Lean Architecture L A hit t

Excellence in Project Delivery
Session 111059 Saturday, October 29, 2011
Copyright 2011 Lean Architecture All Rights Reserved
learning objectives
1. Compare the three current systems of Process Management: Lean Thinking, 6 Sigma, and the Theory of Constraints. 2. Acquire insight into the principles of Lean Architecture and evaluate its impact upon contemporary Architectural methodology and practice in management, documentation, and technology. 3. Develop instructional documentation & communication systems that increase productivity with greater accuracy and a reduction in errors. 4. Put in place basic processes for the development and implementation of Lean practices in small, medium and large firms.
Copyright 2011 All Rights Reserved
10/30/2011
remembering Steve Jobs

Design is about how things work not just about how things look. Focus is about choosing what g g not to do. (italics mine)
-Mark Hamburg, Adobe Fellow
http://blogs.adobe.com/photoshopdotcom/?mboxsession=1318089051922-571602
today
Equip you to look at what you do differently Some theory y Stuff that works, client and contractor tested & approved
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today
Process Management
3 Goals
Lean Architecture
Management Documentation Technology
Implementation Questions & Discussion
the practice today

Narrow focus Value in ability to market, plan & design market More regulation w/ conflicts Project Complexity & Litigation Proprietary building systems Changing Technology
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process management
Lean | 6 Sigma | TOC
quality happens
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quality
Dependent on each preceding action Preventing mistakes from happening versus g pp g detect & correct Planned for, built-in and designed into the way we work
productivity
Real Productivity The Avoidance of Unnecessary Work
Doug Stoker
Goal More Work in Less Time

Barry Isakson
Goal Better Work with Less Effort

Barry Isakson
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lean thinking
Remove Waste Identify value Identify value stream Flow Pull Perfection Focus on Flow
How to Compare Six Sigma, Lean, and the Theory of Constraints by Dave Nave in Quality Progress, 2002 www.asq.com
6 sigma
Reduce Variation Define Measure Analyze Improve Control Focus on Problems
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toc: theory of constraints

Manage Constraints ID constraint Exploit constraint Subordinate processes Elevate constraint Repeat cycle Focus on Constraints
3 goals
Structure work effort to flow Reduce variation Identify and eliminate what keeps us from doing good work (constraints)
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Look Listen Buy!

Look Listen Buy!

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process management
Manufacturing Software development Construction Healthcare US Military Starbucks?
Washington Post
lean architecture
Ongoing process of rethinking and improving architectural process & methodology Pursuit of better work by applying Lean principles to every aspect of practice
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lean architecture
A disciplined approach to doing better work A way of looking at what we do More than a singular process
less is more
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lean architecture is not

Skipping necessary steps Leaving out important information Less than the Standard of Care
lean: management
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1980s US Auto
1980s Japanese Auto
T h e
D e s I g n
o f
W o r k
MANAGEMENT
D e s i g n
E n g I n e e r I n g
Manufacturability
ProductIon
Design & General Specs Manager
Product Engineering Manager
Manufacturability Manager
Overlap
Walls between disciplines Sequential, Iterative Suppliers NOT part of team - 6000 Defective parts - discarded
62 months to start Production
MADE IN AMERICA, REGAINING THE PRODUCTIVE EDGE -MIT Commission on Industrial Productivity; Copyright 1989
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T h e
D e s I g n
o f
W o r k
MANAGEMENT
D e s i g n
ManufacturIng
Heavyweight
Manager: Design, Engineering & Manufacturability
One Team Concurrent, designed t b ild C t d i d to build Suppliers part of Team - 337 Defective parts - Why??
43 months to start Production
MADE IN AMERICA, REGAINING THE PRODUCTIVE EDGE -MIT Commission on Industrial Productivity; Copyright 1989
T h e
D e s I g n
o f
W o r k
MANAGEMENT
Prelim | SD Phase 15%
DD Phase 20%
CD Phase 45%
BN & CA 25%
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T h e
D e s I g n
o f
W o r k
MANAGEMENT
DesIgn 45 50%
Document 30 -35%
Construct 20%
Define
Design
Deliver
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what kind of problem?

Buildings / Construction Overlapping, coordinated systems One of a kind (usually) Designers Clients Labor
What kind of problem is a car? Repetitive processes on an assembly line Self contained design / development Limited design options
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find the chain

Eastern US Land Development Process -help the civil engineer South Central US Owner -minimally draw until decisions are made -choices
3 goals
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3 goals
Design to Build L o n g e r design p g phase, shorter documenting p g phase Front load thinking Consultants are Team members Make a level path Critical Path Roadmap Present information on their terms Find the chain
Critical Path Roadmap
lean documentation
Smarter Communication
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quote
Any intelligent fool can make things bigger and more complex... It takes a touch of genius - and a lot of courage to move in the opposite direction direction.
- Albert Einstein
organized complexity
Easiest thing to do Convey information; use drawings as needed Think Slowly (Draw Quickly) Draw Less (Draw Smart) Draw what you know Begin with the end in mind, i.e., PLAN
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2 projects, same firm

118,000 sf Hospital - 51 sheets Architectural CDs - low change orders
127,000 sf Hospital - 158 sheets Architectural CDs - low change orders $3 million
guide:drawings
80% complete Methodology gy Covers majority of situations No time savings thinking, savings in documenting Instructional Intern & Contractor friendly
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Doors Number = Room Number (1000) Add Alpha for multiple doors (1000A) Hardware Set Number (05) Hardware sets in Specs or on Drawings
1000 B02-05
Door Type Number (02) Scheduled on Sheet
Fire Rating A=3 Hour B = 1 Hour C = 1 Hour D = Hour E = 20 Minute N = No Rating
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HC grab bars dimensioned one place
1996
Toilet Accessories WC1 plugs into the plans
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Typical Atypical
ToIlet
Types
plug in Components
T1 plugs
into Floor Plans
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plug in Components
T7 keyed on Floor Plans
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Unit Size
Room & Wall
TY P IC A L C A S E W O R K N O M E N C LA TU R E 52
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guide:docs
Partition Types System
Partition Types System
organization
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Details
Elevations
Sections
Plans Circa 1922

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61
62
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63
3 goals
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3 goals
Processes for dealing with repetitious information
- (Almost) never draw it twice - (Almost) never research the same thing twice
Thorough DD, lean CDs Draw what you know Understand what your doing Drawings tell a story Know your audience Critical Path Roadmap
lean: technology
Getting the most from your investments
66
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information is cheap
It started with Sticky Bak BIM: Toilet stall doors
the goal
Is BIM or IPD the goal? Better buildings, better processes? Strictly speaking: AutoCad LT
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quote
Confusion of goals and perfection of means seems, in my opinion, to characterize our age.
- Alb t Ei t i Albert Einstein
Lets buy a Book EDI = Electronic Data Interchange
You
Book Supplier
Slide concept courtesy of Will F. Ikerd II,Copyright CWI Architecture All Rights Reserved PE, 2011 Lean
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BIM process shifts curve

1 2
Effort/Effect Cost Impact of Change Traditional Design Process g Preferred Design Process
1 3 2
PD
SD
DD
CD
BN
CA
OP
Source: Construction Users Roundtable, A/E Productivity Committee Graph originated by Patrick MacLeamy, AIA / HOK
Java City Full design Public Entry Lobby Public Elevators Inpatient Nursing Site Visits planned for week of Nov 10. Room design/ Nursing Model under consideration. Data (added after out brief)
Public Restrooms Service Elevators
Public Corridor Exit Stairs Transition/ Service Elevators
Data Unassigned Cath Lab Seating
Cath Lab
APC
Staff Corridor Relocated Cath function to allow easier patient access Relocated APC function to allow Public corridor
First Floor Plan
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BIM
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BIM
BIM
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BIM
BIM
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BIM
lean technology
April 1, 2009 2:26 PM PDT
Google uncloaks once-secret server

www.cnet.com
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BIM will not

Eliminate poor project documentation practices Organize drawings Put buildings together or build them right Properly detail buildings Manage teams & clients Make good decisions
BIM will
Help us better understand our buildings Quantitatively and Qualitatively Aid in the building coordination process Allow better communication to project stakeholders and downstream users BIM + New Processes may transform the industry
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the goal
What has changed Manufacturing, and sharply pushed up productivity, are new concepts. I f i d i Information and automation are l less i important than new theories of manufacturing, which are an advance comparable to the arrival of mass production 80 years ago. Indeed, some of these theories, such as Toyotas lean manufacturing, do away with robots, computers and automation. automation
Peter Drucker, The Economist, pg 12, November 3, 2001.
technology
Know where it fits Practices and tools change, NOT principles Must be an enabler Better communication Automate repetitious tasks KISS Beware BIM presentations Beware BIM consultants
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3 goals
3 goals
BIM / CAD serves Architectural process New Processes Rapid prototyping of early design options Automate repetitious tasks Limit options SweepProfileMiterAngle (Intern friendly) 1st: Do it our way t D MOB_10-0309_Glazing_Options
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pulling it together
Finding & Leveraging Knowledge
overhead
Marketing and Business Development: obtain an opportunity to make a profit
Lean Architecture - get better at making profit - survival $3 million
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small firms
Challenges allocating staff & $$ On the fly development Best practices Word of mouth & informal communication OJT / Mentoring Intranet
medium firms
Single office w/ breadth & depth Flatter organization, less politics Allocate staff time with some $$ On the fly development Best practices Word of mouth & informal communication OJT / Mentoring Formal instruction / Intranet
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large firms
Generally well organized, $$ Firms within a firm, Independent firm Resistant to change Resources often squandered on firm wide initiatives Development by committee - Least common denominator practices Best practices OJT / Mentoring Formal instruction / Intranet
the woz
Steve Wozniak, co-founder of Apple Computer:
Sometimes when youre short of y f resources... it forces you to do better work.
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5 years
Distribute Develop Di ib D l Resources & Educate Touch: Project T h P j Systems Touch: Project T h P j Details
Observation Assessment A t ID bleeding Processes Tools
Educate OJT Mentor Intranet
50% Design Development Building Systems R i B ildi S t Review Firm Systems
75% Construction Docs Technical D t ili T h i l Detailing Guide: Sheets done right Feedback: Staff Feedback: Systems
Guide:Drawings Guide:Docs
chief knowledge officer

Mines the Firm for good ideas Develop Process & Methodology p gy Interact all levels of Firm Integrating Technology Spread the Word Work for buy in
Pirates of the Caribbean: The Curse of the Black Pearl Copyright 2003 Jerry Bruckheimer Films Walt Disney Pictures
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guardians of the old ways

Problem Identifier Rules, not Guidelines Change = Bad
Pirates of the Caribbean: The Curse of the Black Pearl Copyright 2003 Jerry Bruckheimer Films Walt Disney Pictures
3 goals
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resources
The Goal
by Dr. Eliyahu M. Goldratt
Lean Solutions
by James P. Womack and Daniel T. Jones
Lean Thinking
by James P. Womack and Daniel T. Jones
resources
Critical Chain
by Dr. Eliyahu M. Goldratt
Made In America, Regaining the Productive Edge

by MIT Commission on Industrial Productivity
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acknowledgments
RTKL allowed use the sample documentation contained in todays presentation
How to Compare Six Sigma, Lean, and the Theory of Constraints

by Dave Nave in Quality Progress, 2002 www.asq.com
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comments?
Michael F. Czap, AIA RTKL Associates Inc Inc. (214) 468-7718 mczap@rtkl.com or www.leanarchitecture.com
TSA 2011
Texas Society of Architects AIA 72nd Annual Convention | Dallas, Texas
Lean Architecture L A hit t

Session 111059 Saturday, October 29, 2011
51

LeanArch 11-1029 TSA Final

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10/30/2011

Lean Architecture L A hit t

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

remembering Steve Jobs

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Implementation Questions & Discussion

Copyright 2011 Lean Architecture All Rights Reserved

the practice today

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Goal More Work in Less Time

Goal Better Work with Less Effort

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 All Rights Reserved

toc: theory of constraints

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Look Listen Buy!

Look Listen Buy!

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

lean architecture is not

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

1980s Japanese Auto

Copyright 2011 Lean Architecture All Rights Reserved

Design & General Specs Manager

Product Engineering Manager

62 months to start Production

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

43 months to start Production

Copyright 2011 Lean Architecture All Rights Reserved

Prelim | SD Phase 15%

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

what kind of problem?

Copyright 2011 All Rights Reserved

find the chain

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved

Copyright 2011 Lean Architecture All Rights Reserved